<div class="phx-topic abstract-wrapper">Trade leads are supplied by: US Department of Agriculture, Foreign Agricultural Service Agri</div>

Trade leads are supplied by: US Department of Agriculture, Foreign Agricultural Service Agri

<div>Trade leads are supplied by:US Department of Agriculture, Foreign Agricultural Service Agricultural Information and Marketing Services (AIMS) Room 4649-South Bldg., Washington, D.C. 20250-1000 AIMS Coordinator: Philip Letarte (202) 447-7103.HOW TO USE:Trade leads on this page are sent to the USDA from U.S. agricultural attaches, counselors and agricultural trade officers posted overseas. Questions regarding a specific lead should be directed to the foreign buyer. The U.S. Department of Agriculture does not guarantee the reliability of the overseas inquirer who is requesting U.S. food and agricultural products. While the USDA makes every effort to reproduce the request as accurately as possible, the...

Trade leads are supplied by: US Department of Agriculture, Foreign Agricultural Service Agricultural Information and Marketing Services (AIMS) Room 4649-South Bldg., Washington, D.C. 20250-1000 AIMS Coordinator: Philip Letarte (202) 447-7103.HOW TO USE: Trade leads on this page are sent to the USDA from U.S. agricultural attaches, counselors and agricultural trade officers posted overseas. Questions regarding a specific lead should be directed to the foreign buyer. The U.S. Department of Agriculture does not guarantee the reliability of the overseas inquirer who is requesting U.S. food and agricultural products. While the USDA makes every effort to reproduce the request as accurately as possible, the USDA does not assume responsibility for any erroneous information that may have been supplied. OTHER INFORMATION: For additional assistance and information on export services provided by USDA you may contact the AIMS office at the above address. Peas Quantity: 100 mt. Quality: dried whole green peas; grade #1. Packaging: in 100-pound net wt. packs. Delivery: 15 days from receipt of letter of credit. Quote: please provide c&f, fob and cif quotations. Bank: Metropolitan Bank and Trust Co., Plaza Lorenzo Ruix, Binondo, Manila. Contact: Jayme Chan, Nicor Industrial Corp., Suite 344 Wellington Bldg., Plaza Lorenzo Ruiz, Binondo, Manila, Philippines. Tel: 474826. Telex: 64865 GEC PN TWY. Fax: (632) 476-608. USDA Ref: 1877-900720-565B0036 Philippines Apples Quality: fancy and extra fancy. Packaging: in 80, 100 and 120 boxes. Delivery: asap; monthly. Quote: c&f. Bank: Rizal Commercial Banking Corp., Head Office, 333 Sen. Gil Puyat Ave., Makati, Metro Manila. Contact: Emily Danao, Manila Bay Seafood Products, 14/F, Philcomcen Bldg., Ortigas Ave., Pasig, Metro Manila, Philippines. Tel: 709216. Fax: (632) 5217225. USDA Ref: 1874-900720-565B0037 Philippines Flame seedless grapes Packaging: in wooden lugs. Delivery: asap; monthly. Quote: c&f. Bank: Rizal Commercial Banking Corp., Head Office, 333 Sen. Gil Puyat Ave., Makati, Metro Manila. Contact: Emily Danao, Manila Bay Seafood Products, 14/F, Philcomcen Bldg., Ortigas Ave., Pasig, Metro Manila, Philippines. Tel: 709216. Fax: (632) 5217225. USDA Ref: 1876-900720-565B0039 Philippines Navel oranges Packaging: in cartons. Delivery: asap; monthly. Quote: c&f. Bank: Rizal Commercial Banking Corp., Head Office, 333 Sen. Gil Puyat Ave., Makati, Metro Manila. Contact: Emily Danao, Manila Bay Seafood Products, 14/F, Philcomcen Bldg., Ortigas Ave., Pasig, Metro Manila, Philippines. Tel: 709216. Fax: (632) 5217225. USDA Ref: 1875-900720-565B0038 Philippines Beer Wants beer in 0.33-liter or 0.5-liter cans. Quantity: 1,000,000 cans (0.33 liters) a month. Quality: standard. Quote: fob or free port Gdansk/Poland. Delivery: asap. Bank: Dresdner Bank AG, Unter Sachsenhausen 5, 5000 Cologne 1. Other: if possible, sole agency for Poland or parts of Poland desired. Contact: Mr. Weiss, Berotex GmbH, Eupener Strasse 159, D-5000 Cologne 41. Tel: (0221) 497-3021. Fax: (0221) 497-2933. USDA Ref: 1878-900720-428T0068 West Germany Beef, fresh/frozen Wants frozen grain-fed beef and milk-fed veal for hotel use. Quantity: 700 mt. Quality: yield grade shall be 1, 2 or 3, slaughtering shall be done later than July 15, 1990. Aging term shall be more than 15 days, except for veal. Packing shall be made in carton box after vacuum heating packing; bound with string. Delivery: bidding date 11 a.m. July 26, 1990, at LPMO's conference room (if this bidding fails in whole or partially, re-bid will be held July 31, 1990, at the same place and time without further notification). Bid bond shall not be less than 2 percent of total bid value with validity more than one month from the bidding date. Quote: c&f. Contact: Mr. Lee, Nae Hyuk, Livestock Products Marketing Organization, 618-3 Shinsa-dong, Kangnam-ku, Seoul, South Korea. Tel: 548-5241. USDA Ref: 1891-900724-580T0061 Korea Grain-fed boneless beef Quantity: 1,926 mt. Quality: USDA Choice or higher. Yield grade 3 or better. Packing shall be made in carton box after vacuum heating packing; bound with string. Delivery: bidding date 11 a.m. July 26, 1990, at LPMO's conference room (if this bidding fails in whole or partially, re-bid will be held July 31, 1990, at the same place and time without further notification). Bid bond shall not be less than 2 percent of total bid value with validity more than one month from the bidding date. Quote: c&f. Contact: Mr. Lee, Nae Hyuk, Livestock Products Marketing Organization, 618-3 Shinsa-dong, Kangnam-ku, Seoul, South Korea. Tel: 548-5241. USDA Ref: 1886-900724-580T0058 Korea Frozen grain-fed bone-in beef Quantity: 400 mt. Quality: 1. Frozen bone-in beef from steer/heifer with range of carcass weight from 225 kgs to 340 kgs per head. Quality grade: USDA choice or higher. Yield grade 3 or better. Twelve ribs in forequarter and one rib in hindquarter. Forequarter and hindquarter shall be shipped in same numbers. Kidney, kidney knob, channel fat & flank/seam fat shall be removed. Dark meat and bright yellow fat shall be excluded. Beef shall be packed in such a way as to satisfactorily ensure excellent sanitation, protective and hygienic packing by means of hessian bags over stockinette wrapping. In case of North America, brown crinkle bag wrapping prior to stockinette and burlap (hessian bag) is allowed. Delivery: bidding date 11 a.m. July 26, 1990, at LPMO's conference room (if this bidding fails in whole or partially, re-bid will be held July 31, 1990, at the same place and time without further notification). Bid bond shall not be less than 2 percent of total bid value with validity more than one month from the bidding date. Quote: c&f. Contact: Mr. Lee, Nae Hyuk, Livestock Products Marketing Organization, 618-3 Shinsa-dong, Kangnam-ku, Seoul, South Korea. Tel: 548-5241. USDA Ref: 1887-900724-580T0059 Korea Frozen grass-fed bone-in beef Quantity: 2,600 mt. Quality: frozen bone-in beef from steer/heifer with range of carcass weight from 180 kgs to 280 kgs per head with number of teeth six or less. Equivalent grade to Ausmeat P1 or better or New Zealand L1 or better. All 13 ribs in forequarter and no ribs in hindquarter. Forequarter and hindquarter shall be shipped in same numbers. Kidney, kidney knob and channel fat shall be removed. Dark meat and bright yellow fat shall be excluded. Fat of all quarters shall be trimmed so that thickness does not exceed 1 cm. Beef shall be packed in such way as to satisfactorily ensure excellent sanitation, protective and hygienic packing by means of hessian bags over stockinette wrapping. Delivery: bidding date 11 a.m. July 26, 1990, at LPMO's conference room (If this bidding fails in whole or partially, re-bid will be held July 31, 1990, at the same place and time without further notification). Bid bond shall not be less than 2 percent of total bid value with validity more than one month from the bidding date. Quote: c&f. Contact: Mr. Lee, Nae Hyuk, Livestock Products Marketing Organization, 618-3 Shinsa-dong, Kangnam-ku, Seoul, South Korea. Tel: 548-5241. USDA Ref: 1889-900724-580T0060 Korea

Maritime

AGRICULTURAL TRADE LEADS

<div class="phx-topic abstract-wrapper">California is revoking 17,000 non-domiciled commercial driver’s licenses, while a US court has ordered a temporary stay on the US Department of Transportation’s new non-domiciled CDL rule. </div>

California is revoking 17,000 non-domiciled commercial driver’s licenses, while a US court has ordered a temporary stay on the US Department of Transportation’s new non-domiciled CDL rule.

Feature image

<div class="phx-topic">The battle over the legality of non-domiciled commercial driver’s licenses (CDLs) is becoming even more intense, with California revoking 17,000 CDLs and a US court putting a stay on the new Department of Transportation (DOT) rule on non-domiciled licensing. The revocation of 17,000 non-domiciled CDLs issued by California to immigrant drivers was announced not by the Golden State but by US Transportation Secretary Sean Duffy, who on Wednesday said those non-domiciled CDLs had been issued “illegally.” On social media platform X, California Gov. Gavin Newsom’s press office said the 17,000 CDLs were "withdrawn due to inconsistency with California law.” The press office also said the immigrant drivers affected were not illegals and had US work authorization. Stricter federal requirements introduced Sept. 29 were not in effect when these licenses were issued, the press office said on X. It has not issued an official announcement on the revocation of the 17,000 non-domiciled CDLs, the type of CDL issued to immigrants. Both Duffy and Newsom have accused each other of lying in what’s become a major front in the Trump administration’s immigration crackdown. The DOT wants the state to enforce its new CDL rules and English-language proficiency (ELP) requirements for truckers. Duffy has said that as many as 194,000 US holders of non-domiciled CDLs may not be able to renew their licenses under the new rule, which requires applicants to have specific work-related visas. That blocks refugees and other legal immigrants from getting CDLs. Shippers have yet to see much impact from the battle, which is likely to be prolonged. Reports of tighter capacity in certain long-haul lanes, particularly from Southern California ports, may be the first sign of results from greater enforcement of the new rules. <h3>Follow the money </h3>The DOT has a stick it can use in its regulatory battles with states: federal funding. The DOT has already said it is withholding more than $40 million in Motor Carrier Safety Assistance Program (MCSAP) money slated for California, funds used to support the California Highway Patrol in enforcing highway safety and trucking regulations. “California is the only state in the nation that refuses to ensure big rig drivers can read our road signs and communicate with law enforcement,” Duffy said last month. The DOT introduced stricter out-of-service guidelines for ELP violations in June. The DOT could withhold additional funds as it seeks state compliance. “My team will continue to force California to prove they have removed every illegal immigrant from behind the wheel of semitrucks and school buses,” Duffy said in a statement Wednesday. The DOT’s Sept. 29 rule on non-domiciled CDLs faces a challenge of its own, however. The US Court of Appeals in Washington, D.C., on Tuesday ordered a temporary administrative stay of the rule until it could consider legal appeals for a more permanent order. The appellate court is considering Rivera Lujan vs. FMCSA (Federal Motor Carrier Safety Administration), a lawsuit filed by Public Citizen. Lujan is a Deferred Actional Childhood Arrival (DACA) recipient who has been a truck driver for 11 years, according to the filing. It’s not clear what impact the ruling might have on the DOT, or the rollout of state laws and rules set up to codify or match the federal requirements. Such laws are necessary for states to receive MCSAP funding from the US government. Contact William B. Cassidy at bill.cassidy@spglobal.com </div>

The battle over the legality of non-domiciled commercial driver’s licenses (CDLs) is becoming even more intense, with California revoking 17,000 CDLs and a US court putting a stay on the new Department of Transportation (DOT) rule on non-domiciled licensing. The revocation of 17,000 non-domiciled CDLs issued by California to immigrant drivers was announced not by the Golden State but by US Transportation Secretary Sean Duffy, who on Wednesday said those non-domiciled CDLs had been issued “illegally.” On social media platform X, California Gov. Gavin Newsom’s press office said the 17,000 CDLs were "withdrawn due to inconsistency with California law.” The press office also said the immigrant drivers affected were not illegals and had US work authorization. Stricter federal requirements introduced Sept. 29 were not in effect when these licenses were issued, the press office said on X. It has not issued an official announcement on the revocation of the 17,000 non-domiciled CDLs, the type of CDL issued to immigrants. Both Duffy and Newsom have accused each other of lying in what’s become a major front in the Trump administration’s immigration crackdown. The DOT wants the state to enforce its new CDL rules and English-language proficiency (ELP) requirements for truckers. Duffy has said that as many as 194,000 US holders of non-domiciled CDLs may not be able to renew their licenses under the new rule, which requires applicants to have specific work-related visas. That blocks refugees and other legal immigrants from getting CDLs. Shippers have yet to see much impact from the battle, which is likely to be prolonged. Reports of tighter capacity in certain long-haul lanes, particularly from Southern California ports, may be the first sign of results from greater enforcement of the new rules. Follow the money The DOT has a stick it can use in its regulatory battles with states: federal funding. The DOT has already said it is withholding more than $40 million in Motor Carrier Safety Assistance Program (MCSAP) money slated for California, funds used to support the California Highway Patrol in enforcing highway safety and trucking regulations. “California is the only state in the nation that refuses to ensure big rig drivers can read our road signs and communicate with law enforcement,” Duffy said last month. The DOT introduced stricter out-of-service guidelines for ELP violations in June. The DOT could withhold additional funds as it seeks state compliance. “My team will continue to force California to prove they have removed every illegal immigrant from behind the wheel of semitrucks and school buses,” Duffy said in a statement Wednesday. The DOT’s Sept. 29 rule on non-domiciled CDLs faces a challenge of its own, however. The US Court of Appeals in Washington, D.C., on Tuesday ordered a temporary administrative stay of the rule until it could consider legal appeals for a more permanent order. The appellate court is considering Rivera Lujan vs. FMCSA (Federal Motor Carrier Safety Administration), a lawsuit filed by Public Citizen. Lujan is a Deferred Actional Childhood Arrival (DACA) recipient who has been a truck driver for 11 years, according to the filing. It’s not clear what impact the ruling might have on the DOT, or the rollout of state laws and rules set up to codify or match the federal requirements. Such laws are necessary for states to receive MCSAP funding from the US government. Contact William B. Cassidy at bill.cassidy@spglobal.com

Transport, Trade and Regulation News

Truckload

Truck brokers

Trucking labor

Battle over non-domiciled CDLs deepens in California

<div class="phx-topic abstract-wrapper">Whether for or against the UP-NS deal, a merged railroad would reshape the Chicago drayage market. </div>

Whether for or against the UP-NS deal, a merged railroad would reshape the Chicago drayage market.

<div class="phx-topic">CHICAGO — Cargo owners in Kentucky, Ohio and Michigan would be among the biggest winners if regulators approve Union Pacific’s (UP’s) proposed acquisition of Norfolk Southern Railway (NS), giving them more direct access to West Coast ports without an unnecessary and costly truck move, UP says. Beneficial cargo owners (BCOs) in cities such as Cincinnati, Detroit and Louisville may prefer East Coast ports because the routings can be simpler and, in many cases, cheaper. From the West Coast, containers are railed to Chicago where shippers either hire a trucking company to haul the box hundreds of miles for final delivery or pay for a “crosstown dray” — trucking the container between two Chicago rail terminals — a time-consuming transfer that can add a full day to the transit. “If you’re a BCO, you always want to rail as far as you can without the issues of trucking through multiple cities,” UP CEO Jim Vena said during a company-sponsored media event Wednesday. “Maybe you’ll still have a dray, but instead of trucking the container 400 miles, you’ll be trucking it 50 miles or less.” The opportunity for deeper transits into the US is significant and would greatly reduce congestion in Chicago and re-shape drayage in the Windy City. Between Los Angeles-Long Beach and five inland cities — Cincinnati, Cleveland, Columbus, Detroit and Louisville — railroads move more than 140,000 containers annually, according to a Journal of Commerce analysis of data from the US Surface Transportation Board (STB). Another 40,000 ocean containers move annually from Seattle-Tacoma to the same destinations. The estimates include only containers that require crosstown drays in Chicago, not loads trucked hundreds of miles to avoid interchanges altogether. Exporters in the cities would see gains, UP said, loading boxes closer to their warehouses and shipping on a single railroad straight to the West Coast for vessel departure. Kenny Rocker, UP’s executive vice president of sales, wants to reduce crosstown drays in Chicago. “It costs $150 or $200 to dray inside of Chicago, and to me, those are conversions we need to go after to keep on the rail,” Rocker said at the media event. “We can tell the BCOs, ‘You don’t have to spend another $150 or $200. You’re going to get some cost savings and it’s going to move one railroad all the way to these markets.” <h3>UP’s merger application will have many components </h3>UP has confirmed it plans to file a formal merger application with the STB in the first week of December. The filing, the railroad said, will include estimates of how many trucks could be removed from the highways, a tally that would include eliminating crosstown drays and longer regional drays. Other railroads have been reshaping their international intermodal offerings as well. In August, when BNSF Railway and CSX Transportation introduced service to Charlotte and Jacksonville, it launched new international intermodal routes from the Port of New York and New Jersey and the Port of Virginia to Kansas City. Under the arrangement, CSX routes containers to Chicago, where BNSF takes the cargo onward to Kansas City. In September, Canadian National Railway and CSX announced boxes hauled between Western Canada and Memphis, Tennessee, can remain on the train to Nashville, rather than trucked across the state. No ocean carrier partners have publicly endorsed or opposed UP’s proposed $85 billion transaction, and the carriers have not provided letters of support in the regulatory filing, UP acknowledged Wednesday. Some of the railroad’s largest ocean carrier partners include Ocean Network Express (ONE) and Evergreen Shipping Line. Vena said he is comfortable with their decision. “At the end of the day, some companies don’t want to come out one way or another, while other companies will,” he said. “I’m good with it either way.” Contact Ari Ashe at <a href="mailto:ari.ashe@spglobal.com ">ari.ashe@spglobal.com</a>.</div>

CHICAGO — Cargo owners in Kentucky, Ohio and Michigan would be among the biggest winners if regulators approve Union Pacific’s (UP’s) proposed acquisition of Norfolk Southern Railway (NS), giving them more direct access to West Coast ports without an unnecessary and costly truck move, UP says. Beneficial cargo owners (BCOs) in cities such as Cincinnati, Detroit and Louisville may prefer East Coast ports because the routings can be simpler and, in many cases, cheaper. From the West Coast, containers are railed to Chicago where shippers either hire a trucking company to haul the box hundreds of miles for final delivery or pay for a “crosstown dray” — trucking the container between two Chicago rail terminals — a time-consuming transfer that can add a full day to the transit. “If you’re a BCO, you always want to rail as far as you can without the issues of trucking through multiple cities,” UP CEO Jim Vena said during a company-sponsored media event Wednesday. “Maybe you’ll still have a dray, but instead of trucking the container 400 miles, you’ll be trucking it 50 miles or less.” The opportunity for deeper transits into the US is significant and would greatly reduce congestion in Chicago and re-shape drayage in the Windy City. Between Los Angeles-Long Beach and five inland cities — Cincinnati, Cleveland, Columbus, Detroit and Louisville — railroads move more than 140,000 containers annually, according to a Journal of Commerce analysis of data from the US Surface Transportation Board (STB). Another 40,000 ocean containers move annually from Seattle-Tacoma to the same destinations. The estimates include only containers that require crosstown drays in Chicago, not loads trucked hundreds of miles to avoid interchanges altogether. Exporters in the cities would see gains, UP said, loading boxes closer to their warehouses and shipping on a single railroad straight to the West Coast for vessel departure. Kenny Rocker, UP’s executive vice president of sales, wants to reduce crosstown drays in Chicago. “It costs $150 or $200 to dray inside of Chicago, and to me, those are conversions we need to go after to keep on the rail,” Rocker said at the media event. “We can tell the BCOs, ‘You don’t have to spend another $150 or $200. You’re going to get some cost savings and it’s going to move one railroad all the way to these markets.” UP’s merger application will have many components UP has confirmed it plans to file a formal merger application with the STB in the first week of December. The filing, the railroad said, will include estimates of how many trucks could be removed from the highways, a tally that would include eliminating crosstown drays and longer regional drays. Other railroads have been reshaping their international intermodal offerings as well. In August, when BNSF Railway and CSX Transportation introduced service to Charlotte and Jacksonville, it launched new international intermodal routes from the Port of New York and New Jersey and the Port of Virginia to Kansas City. Under the arrangement, CSX routes containers to Chicago, where BNSF takes the cargo onward to Kansas City. In September, Canadian National Railway and CSX announced boxes hauled between Western Canada and Memphis, Tennessee, can remain on the train to Nashville, rather than trucked across the state. No ocean carrier partners have publicly endorsed or opposed UP’s proposed $85 billion transaction, and the carriers have not provided letters of support in the regulatory filing, UP acknowledged Wednesday. Some of the railroad’s largest ocean carrier partners include Ocean Network Express (ONE) and Evergreen Shipping Line. Vena said he is comfortable with their decision. “At the end of the day, some companies don’t want to come out one way or another, while other companies will,” he said. “I’m good with it either way.” Contact Ari Ashe at ari.ashe@spglobal.com .

Intermodal providers

North-American rail

UP says cargo owners in Midwest would benefit from NS merger

<div class="phx-topic abstract-wrapper">The carrier’s CEO also confirmed Gemini is mulling a price premium, which he forecast would be a “small three-digit number per TEU” to reflect the inventory cost savings customers achieve through the alliance’s consistent on-time delivery.</div>

The carrier’s CEO also confirmed Gemini is mulling a price premium, which he forecast would be a “small three-digit number per TEU” to reflect the inventory cost savings customers achieve through the alliance’s consistent on-time delivery.

<div class="phx-topic">Hapag-Lloyd is refining the Gemini Cooperation hub-and-spoke network with partner Maersk that will likely see some extra port calls and others removed from Gemini services, CEO Rolf Habben Jansen said Thursday. The review is considering “what worked well and what could be improved,” Habben Jansen said during the carrier’s third-quarter results briefing. “We’ll wrap up the review, then ... inform the market, but don’t expect anything revolutionary,” he said. The changes will “strengthen reliability and unlock cost efficiencies, with full cost savings run rate expected by 2026,” Hapag-Lloyd said. Habben Jansen also confirmed <a href="https://www.joc.com/article/value-unlocked-by-gemini-will-clear-path-for-premium-charge-maersk-ceo-6111339">Gemini is mulling a price premium</a>, which he forecast would be a “small three-digit number per TEU” to reflect the inventory cost savings customers achieve through Gemini’s consistent on-time delivery. The CEO gave no further details of the changes, but said Gemini has consistently delivered monthly schedule reliability of 89% to 95% since its launch in February, citing data from Sea-Intelligence Maritime Analysis. That is significantly better than its closest competitors, who had schedule reliability ranging between 70% and 80% from February through September. “We are very happy with [Gemini],” Habben Jansen said. “We hit 90% schedule reliability almost from Day 1.” <h3>Possible expansion of hub-and-spoke model </h3>That reliability helped drive an above-market increase in container volumes for Hapag-Lloyd, growing 9% to 10.2 million TEUs in the first nine months of the year. Most of the increase was on trans-Pacific and Asia-Europe trades, while volumes on the trans-Atlantic, Africa and inter-regional trades were stable. Highlighting the gains, the carrier said trans-Pacific volumes rose to 3 million TEUs this year through September, from 2.5 million TEUs in the same period last year, while Asia-Europe liftings climbed to 3 million TEUs from 2.7 million TEUs. Habben Jansen said while the focus over the next 12 to 18 months is to improve reliability of the current Gemini network schedule, there is potential to adopt Gemini’s hub-and-spoke model in other trades. He said if Hapag-Lloyd did decide to expand the concept, it would have to assess how and where it could be done and “with whom.” Habben Jansen also confirmed the carrier is in talks to add 22 ships to its fleet that would be a mix of newbuildings ordered direct from shipyards and vessels taken on long-term charter. “Final negotiations are going on” with details likely confirmed “in the next 30 days,” he said. The new ships would vary between 1,800 TEUs, 3,000 TEUs and 4,500 TEUs and replace older, less fuel-efficient vessels in the carrier’s 305-strong fleet. “We have a fair number of ships that are reaching 25 years,” Habben Jansen said. The carrier is also planning to continue expanding its terminals business “through acquisitions and synergies with our liner business,” although Habben Jansen said there were no further details to give at this stage. The CEO forecast full-year 2025 revenues at $23 billion. “Rates came back from early October,” he said. “In the last couple of weeks, bookings have been really strong.” Habben Jansen, meanwhile, said the carrier had no immediate plans to return to the Red Sea and Suez Canal region following the latest Houthi ceasefire. “We always said we’d like to see some stability,” he said, pointing out that previous ceasefires were later broken. Hapag-Lloyd saw group net profit fall 86% to $161 million in the third quarter, down from $1.1 billion in the prior year. Revenue fell 11% to $5.4 billion in the third quarter, with liner shipping contributing $5.3 billion and terminals $130 million. The carrier’s average freight rate in the quarter slipped to $1,391 per TEU from $1,612/TEU. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

Hapag-Lloyd is refining the Gemini Cooperation hub-and-spoke network with partner Maersk that will likely see some extra port calls and others removed from Gemini services, CEO Rolf Habben Jansen said Thursday. The review is considering “what worked well and what could be improved,” Habben Jansen said during the carrier’s third-quarter results briefing. “We’ll wrap up the review, then ... inform the market, but don’t expect anything revolutionary,” he said. The changes will “strengthen reliability and unlock cost efficiencies, with full cost savings run rate expected by 2026,” Hapag-Lloyd said. Habben Jansen also confirmed Gemini is mulling a price premium , which he forecast would be a “small three-digit number per TEU” to reflect the inventory cost savings customers achieve through Gemini’s consistent on-time delivery. The CEO gave no further details of the changes, but said Gemini has consistently delivered monthly schedule reliability of 89% to 95% since its launch in February, citing data from Sea-Intelligence Maritime Analysis. That is significantly better than its closest competitors, who had schedule reliability ranging between 70% and 80% from February through September. “We are very happy with [Gemini],” Habben Jansen said. “We hit 90% schedule reliability almost from Day 1.” Possible expansion of hub-and-spoke model That reliability helped drive an above-market increase in container volumes for Hapag-Lloyd, growing 9% to 10.2 million TEUs in the first nine months of the year. Most of the increase was on trans-Pacific and Asia-Europe trades, while volumes on the trans-Atlantic, Africa and inter-regional trades were stable. Highlighting the gains, the carrier said trans-Pacific volumes rose to 3 million TEUs this year through September, from 2.5 million TEUs in the same period last year, while Asia-Europe liftings climbed to 3 million TEUs from 2.7 million TEUs. Habben Jansen said while the focus over the next 12 to 18 months is to improve reliability of the current Gemini network schedule, there is potential to adopt Gemini’s hub-and-spoke model in other trades. He said if Hapag-Lloyd did decide to expand the concept, it would have to assess how and where it could be done and “with whom.” Habben Jansen also confirmed the carrier is in talks to add 22 ships to its fleet that would be a mix of newbuildings ordered direct from shipyards and vessels taken on long-term charter. “Final negotiations are going on” with details likely confirmed “in the next 30 days,” he said. The new ships would vary between 1,800 TEUs, 3,000 TEUs and 4,500 TEUs and replace older, less fuel-efficient vessels in the carrier’s 305-strong fleet. “We have a fair number of ships that are reaching 25 years,” Habben Jansen said. The carrier is also planning to continue expanding its terminals business “through acquisitions and synergies with our liner business,” although Habben Jansen said there were no further details to give at this stage. The CEO forecast full-year 2025 revenues at $23 billion. “Rates came back from early October,” he said. “In the last couple of weeks, bookings have been really strong.” Habben Jansen, meanwhile, said the carrier had no immediate plans to return to the Red Sea and Suez Canal region following the latest Houthi ceasefire. “We always said we’d like to see some stability,” he said, pointing out that previous ceasefires were later broken. Hapag-Lloyd saw group net profit fall 86% to $161 million in the third quarter, down from $1.1 billion in the prior year. Revenue fell 11% to $5.4 billion in the third quarter, with liner shipping contributing $5.3 billion and terminals $130 million. The carrier’s average freight rate in the quarter slipped to $1,391 per TEU from $1,612/TEU. Contact Keith Wallis at keithwallis@hotmail.com .

Container lines

Trans-Atlantic

Asia-Europe

Trans-Pacific

Container Shipping News

Hapag-Lloyd refining Gemini network to improve efficiencies: Habben Jansen

<div class="phx-topic abstract-wrapper">Partnering with Better Trucks, Uber is building a “middle-mile” network for last-mile deliveries as shippers seek lower-cost transportation solutions. </div>

Partnering with Better Trucks, Uber is building a “middle-mile” network for last-mile deliveries as shippers seek lower-cost transportation solutions.

<div class="phx-topic">Urgent shipper need for lower costs is creating opportunities in the last-mile logistics market that Uber Freight hopes to seize. The logistics company on Thursday said it is partnering with delivery platform Better Trucks to expand its last-mile capabilities. Speed and reliability are still “table stakes” for shippers seeking last-mile delivery options, but lower cost has moved from a “want” to a “must have” amid tariffs and softening demand, said Hany Elkordy, senior vice president of last-mile at Uber Freight. “Affordability” is as much on the minds of shippers as it is consumers, Elkordy told the Journal of Commerce. “Cost is rearing its head as a much bigger problem,” he said. “People are going to be laid off if companies can’t solve that cost problem.” Those people could include logistics managers who can’t lower transportation costs fast or far enough as companies try to balance inventory carrying costs, prices for goods and inputs, and unpredictable demand. Shippers are being pressed to do more with less. In recent conversations with the Journal of Commerce, shippers have said they are trying to reduce costs by narrowing their number of service providers, seeking alternatives to higher-priced carriers, especially parcel carriers UPS and FedEx; and extending payment periods. “There is massive pressure on companies to reduce their costs, and transportation is the largest cost item in their [profit and loss],” Elkordy said. That pressure is felt by carriers and logistics providers as well, setting up difficult 2026 contract talks with customers. “UPS and FedEx continue to drive general rate increases every single year, and that’s really what’s driving the impetus in last-mile logistics now,” Elkordy said. “Merchants and e-commerce players, especially smaller players, are looking for alternatives.” <h3>Expanding partnership </h3>Uber Freight is not a newcomer to the last-mile market, but it plans to grow there by expanding an existing partnership with Better Trucks, a digital last-mile platform with a network of warehouses and sortation centers using independent drivers. The expanded partnership, which includes an undisclosed investment by Uber Freight, gives Uber access to that network and use of Better Trucks’ technology. It also fits an overall strategy of expansion from Uber Freight’s truckload base into other modes. Elkordy is drawing on lessons from Amazon, Walmart and Chewy, where he did previous stints, in building Uber Freight’s last-mile delivery network. “We’re building a middle-mile network first that a regional delivery provider can plug into,” he said. “Amazon did this, building out a network for delivery service partners, but it’s still serving mostly its own demand,” Elkordy said. Uber Freight wants to build a similar network using last-mile service partners, and Better Trucks’ technology will help tie it all together. “We help them connect geographies, and they help us with technology powering the final mile,” technology Uber Freight will be able to use in its own network, Elkordy said. Contact William B. Cassidy at <a href="mailto:bill.cassidy@spglobal.com">bill.cassidy@spglobal.com</a>. </div>

Urgent shipper need for lower costs is creating opportunities in the last-mile logistics market that Uber Freight hopes to seize. The logistics company on Thursday said it is partnering with delivery platform Better Trucks to expand its last-mile capabilities. Speed and reliability are still “table stakes” for shippers seeking last-mile delivery options, but lower cost has moved from a “want” to a “must have” amid tariffs and softening demand, said Hany Elkordy, senior vice president of last-mile at Uber Freight. “Affordability” is as much on the minds of shippers as it is consumers, Elkordy told the Journal of Commerce. “Cost is rearing its head as a much bigger problem,” he said. “People are going to be laid off if companies can’t solve that cost problem.” Those people could include logistics managers who can’t lower transportation costs fast or far enough as companies try to balance inventory carrying costs, prices for goods and inputs, and unpredictable demand. Shippers are being pressed to do more with less. In recent conversations with the Journal of Commerce, shippers have said they are trying to reduce costs by narrowing their number of service providers, seeking alternatives to higher-priced carriers, especially parcel carriers UPS and FedEx; and extending payment periods. “There is massive pressure on companies to reduce their costs, and transportation is the largest cost item in their [profit and loss],” Elkordy said. That pressure is felt by carriers and logistics providers as well, setting up difficult 2026 contract talks with customers. “UPS and FedEx continue to drive general rate increases every single year, and that’s really what’s driving the impetus in last-mile logistics now,” Elkordy said. “Merchants and e-commerce players, especially smaller players, are looking for alternatives.” Expanding partnership Uber Freight is not a newcomer to the last-mile market, but it plans to grow there by expanding an existing partnership with Better Trucks, a digital last-mile platform with a network of warehouses and sortation centers using independent drivers. The expanded partnership, which includes an undisclosed investment by Uber Freight, gives Uber access to that network and use of Better Trucks’ technology. It also fits an overall strategy of expansion from Uber Freight’s truckload base into other modes. Elkordy is drawing on lessons from Amazon, Walmart and Chewy, where he did previous stints, in building Uber Freight’s last-mile delivery network. “We’re building a middle-mile network first that a regional delivery provider can plug into,” he said. “Amazon did this, building out a network for delivery service partners, but it’s still serving mostly its own demand,” Elkordy said. Uber Freight wants to build a similar network using last-mile service partners, and Better Trucks’ technology will help tie it all together. “We help them connect geographies, and they help us with technology powering the final mile,” technology Uber Freight will be able to use in its own network, Elkordy said. Contact William B. Cassidy at bill.cassidy@spglobal.com .

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Uber Freight pushes deeper into last-mile freight market

<div class="phx-topic abstract-wrapper">Responding to market weakness that resulted in an 83% year-over-year decline in third-quarter profits, the carrier said it is “optimizing operations by adjusting port calls and vessel deployment across trade lanes.” </div>

Responding to market weakness that resulted in an 83% year-over-year decline in third-quarter profits, the carrier said it is “optimizing operations by adjusting port calls and vessel deployment across trade lanes.”

<div class="phx-topic">HMM is targeting high-yield cargo and new shipping services as part of measures to help offset the poor market outlook, South Korea’s leading carrier said Thursday after unveiling an 83% slump in third-quarter net profit. “Market conditions are expected to remain weak in the fourth quarter due to the traditional year-end slack season,” the carrier said in an earnings statement. “Continued uncertainty is also anticipated due to evolving US tariff policies.” Responding to this weakness, HMM is “optimizing operations by adjusting port calls and vessel deployment across trade lanes,” the carrier said. “HMM is also focusing on high-yield cargo segments such as reefer cargo, out-of-gauge shipments and other special cargo, while exploring new trade routes to improve profitability,” it added. HMM did not provide details on the changes it is considering. That came as the carrier’s third-quarter net profit slumped to $208 million from $1.2 billion in the year-prior period due to significantly lower freight rates in what HMM described as a volatile market. Revenue fell 24% to $1.8 billion between July and September from $2.4 billion a year earlier. Highlighting the drop in freight rates, HMM said the Shanghai Containerized Freight Index averaged 1,481 points in the third quarter, down 52% from 3,082 points in the same period last year. “Despite lower freight rates, HMM maintained a stable operating margin of 11%, [which] reflects continued efforts in cost optimization and efficient operations,” said the carrier, ranked eighth-largest in terms of capacity by Sea-web, a sister company to the Journal of Commerce within S&amp;P Global. HMM said cumulative net profit fell 48% to $1 billion for the first nine months of the year, against $1.9 billion last year. Revenue for the nine months slipped 4% to $5.6 billion. Contact Keith Wallis at <a href="mailto:keithwallis@hotmail.com">keithwallis@hotmail.com</a>. </div>

HMM is targeting high-yield cargo and new shipping services as part of measures to help offset the poor market outlook, South Korea’s leading carrier said Thursday after unveiling an 83% slump in third-quarter net profit. “Market conditions are expected to remain weak in the fourth quarter due to the traditional year-end slack season,” the carrier said in an earnings statement. “Continued uncertainty is also anticipated due to evolving US tariff policies.” Responding to this weakness, HMM is “optimizing operations by adjusting port calls and vessel deployment across trade lanes,” the carrier said. “HMM is also focusing on high-yield cargo segments such as reefer cargo, out-of-gauge shipments and other special cargo, while exploring new trade routes to improve profitability,” it added. HMM did not provide details on the changes it is considering. That came as the carrier’s third-quarter net profit slumped to $208 million from $1.2 billion in the year-prior period due to significantly lower freight rates in what HMM described as a volatile market. Revenue fell 24% to $1.8 billion between July and September from $2.4 billion a year earlier. Highlighting the drop in freight rates, HMM said the Shanghai Containerized Freight Index averaged 1,481 points in the third quarter, down 52% from 3,082 points in the same period last year. “Despite lower freight rates, HMM maintained a stable operating margin of 11%, [which] reflects continued efforts in cost optimization and efficient operations,” said the carrier, ranked eighth-largest in terms of capacity by Sea-web, a sister company to the Journal of Commerce within S&P Global. HMM said cumulative net profit fell 48% to $1 billion for the first nine months of the year, against $1.9 billion last year. Revenue for the nine months slipped 4% to $5.6 billion. Contact Keith Wallis at keithwallis@hotmail.com .

HMM to chase high-yield freight, new shipping routes after slump in Q3 profits

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The world of LTL is slow to embrace change. Business anachronisms permeate current supply chain processes. These vestiges of the way things used to work define the LTL freight transportation procurement process of many modern shippers.David Knuth, logistics specialist at IEWC, a global supplier of cable and wire based in Wisconsin, is happy to have modernized the RFP process, automating the entire LTL bidding procedure with Bid$ense, SMC³’s automated truckload and LTL freight transportation sourcing solution. But when prompted, he can still recall what once was.In his previous job, a large part of his duties were consumed by creating an intermodal bid package for carriers. In a spreadsheet, Knuth detailed the company’s volumes lane by lane, taking care to delete any errant keystrokes or misleading data. He would then email out the information to each carrier, taking time to respond to detailed technical questions about the spreadsheet data. Finally, he had to compile all the results, create an algorithm that would compare the carriers on each lane, and award the business.“It was a huge undertaking. It took about four months to do,” Knuth said of the old process. “It was almost a full-time job for that part of the year, every year.”In his new job at IEWC, he sat down with Bid$ense on day one and was amazed at the capabilities. Knuth had never before used a bid tool. SMC³’s latest versions of Bid$ense automate the process even further, taking truckload and LTL RFPs entirely online. The tool draws on RFP best-practices protocols to streamline the bidding communication process, enabling bidding carriers to respond accurately and promptly to shipper requests. The solution also does all the distribution work automatically, electronically submitting shipper bid data to carriers based on their actual service capabilities and performance records. Carriers are alerted with timely prompts for RFP deliverables, so shippers aren’t waiting by the phone for responses.Another benefit of automating the process is the data-cleansing assistance. When Knuth sent spreadsheets to carriers, data errors might cloud the bidding process; he might have to resend data or simply accept a price that did not truly reflect the costs of doing business. Data cleansing is incredibly beneficial, he said.The spreadsheet technique also made bidding analysis an onerous task. Since Bid$ense automates and streamlines the entire RFP process, intensive examination is now simple. SMC³ knows that each bid has more than one best outcome. With uniform responses from each carrier, shippers can quickly rank results and create an unlimited quantity of what-if scenarios to make the optimal procurement decision.Jesse Burnett of Central Garden &amp; Pet experiences many of the same benefits. Founded in 1980, Central Garden &amp; Pet has spent the last three decades growing from a small garden supply company to a provider of a range of products from dog chews and bird seed to soil supplements and natural insecticides. For much of its life, the company shipped these disparate goods via LTL and truckload carriers to retailers throughout the country, relying on each business unit to negotiate directly with their freight transportation providers. This arrangement worked fairly well for a small company, but as Central Garden &amp; Pet expanded, leadership decided to consolidate decision making.Burnett helped centralize the transportation decision making in 2015 with SMC³’s Bid$ense. Before Bid$ense, every business unit operated independently as far as negotiating with carriers.“There were a lot of different things just floating around,” he said. “We didn’t have master agreements in place; no national pricing at all. The pricing from carriers was just all over the place, depending on where you were.”The transformations he saw with Bid$ense were immediate. Burnett has been using the tool about every other year since its implementation at the company. Central Garden and Pet’s $19.6 million 2019 LTL bid saved the company just more than 9 percent when compared to its historical average. For Burnett, though, bid automation extends far beyond savings.“We knew that we weren’t getting the best pricing offer from our carriers just because nothing was centralized,” he continued. “We knew that if we combined everything from all these business units and paired it with one corporate offering, then it would drive some cost benefit with it.”When the company initially decided to centralize bid procurement, executives researched a number of different methodologies and technologies. In the end, though, Burnett found that Bid$ense was both widespread and well known, and that his carrier partners already knew how to use the application. Burnett also highlighted the data-cleansing process as a major benefit, saying the rigorous process ensures that carriers always return the best price.“It definitely has helped drive savings,” he said. “Any time you go out there and you drive that competitiveness with the carriers and they know they’re in a bid environment, it seems to sharpen their pencils.”Transportation procurement is an integral part of the modern supply chain. With Bid$ense, shippers can develop a strategic implementation plan that saves them time and money, but also helps them create strong relationships with their carrier partners. These carriers appreciate the solution’s data-cleansing process; when carriers receive a complete shipment history and future volume forecast, they don’t have to guess on pricing. Carriers that receive more data from shippers get a complete picture of that shipper’s freight, allowing them to accurately plan instead of simply preparing for the worst-case scenario. Clean data presented through an automated system can lead to both bigger shipment savings and a lasting partnership between carrier and customer.Whether customers are looking to streamline over-the-road transportation bidding by automating the RFP process or create an entirely new, centralized sourcing process, Bid$ense has the analytical horsepower to get the job done.SMC³ 2020 Customer Case Study

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Shippers save money, time with automated transportation bidding tools

If there’s one immutable truth in the world of logistics, it’s this: LTL is an inherently complex form of transportation. Tariffs, rates, DIM weights, transit times — it’s enough to confuse even seasoned logistics professionals. The solution to this knowledge gap has historically been on-the-job training or university supply chain education, but for a variety of reasons there is now a pressing need for third-party, remote LTL training that prepares logistics workers for transportation success. Global Scope Can Overlook Local Intricacies In the past, professionals looking to move into a supply chain career learned about the basics of supply chain from universities. However, many of these college supply chain programs are now global in scope, focusing on worldwide supply chain management instead of the intricacies of specialized domestic transportation. And even these programs, which used to be widespread, are becoming less common. LTL is not an industry of broad-brush strokes; supply chain professionals really need a pointillistic understanding of the logistics of LTL in order to excel in the industry. Accelerating Need for Dedicated LTL Education This lack of specified training put the onus on employers to prepare new hires with the LTL knowledge needed to do their jobs. Dedicated LTL study is a necessity, not a luxury. At the same time, changes in LTL and the broader supply chain world are accelerating. The reliance on e-commerce has ballooned since the start of the pandemic, and last-mile LTL shipments and related e-commerce strains on the supply chain won’t diminish once social distancing abates. That genie isn’t going back into the bottle. So supply chain employers need logistics workers that are fully versed in all aspects of the industry, ready to solve unique shipping and delivery problems based on their extensive supply chain knowledge But why care about LTL? It’s been reported that some shippers in today’s world are no longer concerned with what mode is used to ship their goods. A Multimodal Approach Ensures On-Time Delivery This mode agnosticism means supply chain stakeholders have to be well versed in all modes of transportation. As unforeseen weather events and other disruptions, such as protests, become more common, savvy logistics employees will need to be armed with familiarity of all modes, not just the most popular, to ensure that freight is delivered on time, without damage, and in the most financially expedient way possible. Offerings like SMC³’s LTL online education courses cover a wide range of topics from LTL basics and operations to more advanced concepts like pricing analytics and transportation law. The company also has plans to continually refresh content, adding new expert presenters and taking the feedback of students to make the courses even better as time goes on. Learn more about&nbsp;<a href="https://logisticstrainingcenter.com/smc3-courses/" rel="noreferrer" class="joc_admin__link">SMC³’s LTL Online Education program</a>&nbsp;and view the 2021 hybrid schedule, featuring live industry experts,&nbsp;<a href="https://www.smc3.com/onlinelearning2021/" rel="noreferrer" class="joc_admin__link">here.</a>

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Filling the Supply Chain Education Gap with LTL Education Courses

In 1995, we began operations with a clear vision: to grow alongside Mexico and connect the world through our terminals. Our priority has always been to deliver excellence in service, foster economic development, and strengthen our communities. We firmly believe that progress is not only measured in tons of cargo moved, but in the opportunities we create. _______________________________________________________________ This year marks a significant milestone: SSA Marine Mexico celebrates 30 years of presence in the country, having established itself from day one as the leading port operator nationwide. Over the past three decades, we have built a legacy of reliability, innovation, and commitment to Mexico’s growth. Our journey has been defined by continuous evolution and a steadfast dedication to our mission. SSA Marine México currently operates in six of the country’s most important ports: Cozumel, Lazaro Cardenas, Manzanillo, Progreso, Tuxpan, and Veracruz. Additionally, we have signed a concession to operate a new multipurpose terminal in Guaymas, Sonora, expanding our footprint to the north of the country. We serve a wide range of segments including containers, general cargo, automobiles, cruise ships, hydrocarbons, and asphalt. As part of this ongoing commitment, SSA Marine Mexico continues to strengthen its infrastructure and capabilities. International trade remains a key driver of global economic growth, and we are proud to support this momentum. Through our continuous improvement strategy, we invest in cutting-edge technology and equipment to deliver more efficient and competitive services, contributing to the success of Mexican businesses. •	Manzanillo, Colima- Specialized Container Terminal I: On October 13, we celebrated the arrival of two new STS (Ship To Shore) Super Post Panamax dockside cranes. This $21.2 million USD investment significantly boosts our operational capacity, streamlining cargo reception and delivery processes. In line with our modernization efforts, we will also retire four of our oldest cranes, paving the way for a more sustainable and technologically advanced fleet that meets the evolving demands of international trade. With these upgrades, SSA Marine México now operates a total of 16 cranes along our 1,350-meter dock, reaffirming our position as a national benchmark in port <span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-4_3 joc_admin__inline-image-position-left joc_admin__inline-image-size-large" data-figure-size="large" data-figure-position="left" data-figure-aspect-ratio="4:3"><img src="/content-assets/1760982635607_Manzanillo.jpg" alt="Image provided by SSA Marine" class="joc_admin__inline-image-inherit"> •	As for the Multipurpose Terminal and Specialized Facility, also in Manzanillo, Colima, improvement and conditioning works are planned, along with the acquisition of four E-RTG (Electric Rubber-Tyred Gantry) cranes to enhance operational efficiency and sustainability. •	At our Automobile and General Cargo Terminal in the port of Veracruz, we continue to lead with specialized value-added services that support our clients’ growth. Recent investments include a new washing cabin and a general cargo warehouse, increasing indoor storage capacity by 67%. •	Lazaro Cardenas, Michoacan – Specialized Automobile Terminal: we are working on the development of an additional 4-hectare storage space within our bonded area and a 10-hectare Vehicle Distribution Center (VDC). These enhancements, along with ongoing personnel and system improvements, will reinforce our leadership in automotive handling across the Mexican Pacific coast.<span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-4_3 joc_admin__inline-image-position-left joc_admin__inline-image-size-large" data-figure-size="large" data-figure-position="left" data-figure-aspect-ratio="4:3"><img src="/content-assets/1760982742240_Lazaro.jpg" alt="Image provided by SSA Marine" class="joc_admin__inline-image-inherit"> Through these strategic investments, SSA Marine Mexico reaffirms its commitment to the sustained growth of Mexico’s foreign trade. By expanding capacity, modernizing infrastructure, and diversifying services, we continue to strengthen the country’s competitiveness in global logistics. Today, we celebrate three decades of dedication, innovation, and leadership, with deep gratitude to our employees, clients, and partners for being part of this incredible journey. LINK: https://www.ssamarine.mx/<span class="joc_admin__inline-image joc_admin__inline-image-aspect-ratio-16_9 joc_admin__inline-image-position-left joc_admin__inline-image-size-small" data-figure-size="small" data-figure-position="left" data-figure-aspect-ratio="16:9"><img src="/content-assets/1760982787360_SSA%20Marine%20Mexico%20logo%20150pxW.png" alt="" class="joc_admin__inline-image-inherit">

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SSA Marine Mexico: 30 years growing together.

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